Management

Case Solution for Liferay: A Portal and Content Management Platform

Complete Case details are given below :

Case Name : Liferay: A Portal and Content Management Platform

Authors : Swanand Deodhar, Kul Bhushan C. Saxena, Rajen Gupta

Source : Ivey Publishing

Case ID : W14226

Discipline : Information Technology

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Liferay, an enterprise portal and content management system, uses an open-source development model. Its flagship portal (also named Liferay) is distributed under a Massachusetts Institute of Technology (MIT) licence. This licence allows users to access, modify and distribute Liferay’s source code, and to re-license their derivative work. Open-source licencing has significant implications for Liferay’s adoption process. Organizations simply download the Liferay portal for free, try it out for different business requirements and engage the vendor for dedicated service-level agreements for more advanced usage support. Several developers and users outside Liferay participate in the software development process and make significant contributions. However, unrestricted access and liberal distribution norms allow other software organizations to make free use of Liferay’s efforts. These organizations slightly modify Liferay’s source code (particularly Liferay’s core system) and repackage the software. By 2010, this scenario has become particularly difficult. Liferay’s recent adoption of a platform strategy is based on preserving the uniformity and stability of the core system. Due to unconstrained modifications to the source code, the core system could soon become fractured and non-standardized. The CEO has to select a suitable licencing framework that will align with the newly adopted platform strategy but at the same time retain Liferay’s adherence to open source. Alternately, Liferay could abandon open source altogether.

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Case Solution for Performance Management at the National Institute of Management (Central India Campus) (B)

Complete Case details are given below :

Case Name : Performance Management at the National Institute of Management (Central India Campus) (B)

Authors : Ranjeet Nambudiri, K.R. Jayasimha

Source : Ivey Publishing

Case ID : 909C09

Discipline : Human Resource Management

Case Length : 07 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case describes existing performance management systems at a leading business school in India, the National Institute of Management (Central India campus) (NIM (CI campus)). The institution, which ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of NIM (CI campus) has implemented a unit based performance measurement and incentive system that has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems both as a tool to enhance individual performance and as a management control mechanism is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management. The case is to be used along with Performance Management at the National Institute of Management (Central India Campus) (A).

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Case Solution for Performance Management at the National Institute of Management (Central India Campus) (A)

Complete Case details are given below :

Case Name : Performance Management at the National Institute of Management (Central India Campus) (A)

Authors : Ranjeet Nambudiri, K.R. Jayasimha

Source : Ivey Publishing

Case ID : 908C20

Discipline : Human Resource Management

Case Length : 25 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case describes existing performance management systems at a leading business school in India, the National Institute of Management – Central India campus (NIM CI campus). The institution, which is ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of the NIM CI campus has implemented a unit based performance measurement and incentive system, which has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from the perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems, both as a tool to enhance individual performance and as a management control mechanism, is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management.

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Case Solution for Leo Burnett Co. Ltd.: Virtual Team Management

Complete Case details are given below :

Case Name : Leo Burnett Co. Ltd.: Virtual Team Management

Authors : Joerg Dietz, Fernando Olivera, Elizabeth O’Neil

Source : Ivey Publishing

Case ID : 903M52

Discipline : Organizational Behavior

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Leo Burnett Co. Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, after a brand launching, the global brand center turns over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and team dynamics broke down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency-client relationship. The global account director must decide whether to proceed with the expected decision to modify the global team structure to give one of the teams more autonomy or whether to maintain greater centralized control over the team. She must also recommend how to move forward with the brand and determine what changes in team structure or management are necessary.

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Case Solution for Bancolombia: Talent, Culture and Value Creation Management in Mergers

Complete Case details are given below :

Case Name : Bancolombia: Talent, Culture and Value Creation Management in Mergers

Authors : Juanita Cajiao

Source : Ivey Publishing

Case ID : W11579

Discipline : Organizational Behavior

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case presents a review of the main facts related to the merger process experienced by three companies, Bancolombia, Conavi and Corfinsura, in the Colombian financial market during 2005 and 2006. The merger decision emerges from directors and senior executives visualizing an incoming significant market transformation – adjustment in industry regulation, improvement in international competence and consolidation of main players – and their further response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.

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Case Solution for Sitara: Indian Management Style – Capturing Hearts and Minds

Complete Case details are given below :

Case Name : Sitara: Indian Management Style – Capturing Hearts and Minds

Authors : Neha Paliwal Sharma, Jyotsna Bhatnagar

Source : Ivey Publishing

Case ID : W12172

Discipline : Organizational Behavior

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Sitara was a village in India whose local governing body had 15 members headed by the gram-pradhan. In 2011, the gram-pradhan had approved a project for renovation of a large village pond as per the directives of the central government’s MNREGA scheme. However, on starting the excavation work at the project site, it was found that the area was extremely marshy. Manual labourers turned up at the site everyday but declined to work in life-threatening conditions. MNREGA prohibited the use of machines except in the case of extraordinary circumstances without exactly defining what such circumstances might be. Thus, the gram-pradhan was forced to pay labour fees for no work. The case is set at this juncture, where a solution must be found. Part A illustrates how the Indian style of management that relies on competencies such as jugaad (creative improvisation), innovation, and resourcefulness leads to talent management and capability-building even at the bottom of the pyramid. Part B brings forth the trade-off between the management practice of jugaad and management through “systematic innovation.” Part C sheds light on the public policy approach of examining the whole situation. The case also explores the competencies needed for the effective functioning of social and commercial institutions in the Indian context.

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Case Solution for SkillsForTomorrow: A Management Team in Crisis

Complete Case details are given below :

Case Name : SkillsForTomorrow: A Management Team in Crisis

Authors : Steven D. Charlier, Martin M. Brennan

Source : Ivey Publishing

Case ID : W13331

Discipline : Organizational Behavior

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A management consultant has been hired to fix the morale issues at a branch of SkillsForTomorrow (SFT) in Pennsylvania, United States. SFT is a government-sponsored organization tasked with helping at-risk young adults gain vocational training toward preparing them for a successful career in one of several areas, including automotive and machine repair, construction, health care and information technology. The program provides support to students beyond technical training, including the development of interpersonal skills, problem-solving skills and skills in effectively conducting a job search and interview – all towards the goal of graduating individuals that are prepared to live independently and become productive citizens (and taxpayers). Several factors are influencing the morale of the SFT management team, some of which point directly to the sponsor of the consulting project, the executive director at SFT Harrisburg. The consultant must identify the root causes of the management discord and derive a solution that can help solve the various issues. The consultant will need to consider the political and interpersonal aspects of the consulting relationship between herself and the executive director.

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Case Solution for The Indian Greenpreneur: Management of Frenemy Talent and Coopetition

Complete Case details are given below :

Case Name : The Indian Greenpreneur: Management of Frenemy Talent and Coopetition

Authors : Jyotsna Bhatnagar, Neha Paliwal Sharma, Nakul Gupta

Source : Ivey Publishing

Case ID : W13372

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

During the 2013 Indian festival of colours, a young green entrepreneur and owner of Green Horizon Consulting (GHC) faced a plethora of business growth challenges. His former employee, who had quit GHC a while back to work for a major rival, wanted to return. However, the entrepreneur could not figure it out – would rehiring an ex-employee be a sound business decision? Should he take a risk and give the former employee another chance? If he did, he could look after GHC business in India, and be free to work on his plans to start a new venture in Dubai.But, his dilemma didn’t end there. Being the eldest son in his family, he realized that besides the aforementioned strategies, there was also the possibility of living and working with his joint family. His father was getting old and his younger brother had joined the family business; merging the two companies (his and his father’s) would allow both brothers to take care of the businesses and family between them. If that happened, he would no longer need his old frenemy. Even so, there was no doubt in his mind that relocating to Dubai would be a very lucrative move, especially as prospective clients in this region understood the language of green loud and clear. But, despite his excitement at the idea, he could not forget that there would still be all the usual (yet critical) business problems of low consumer awareness and the need to swiftly catch up to the existing competition. What other factors and options would he need to consider to keep his budding, eco-friendly company afloat and to successfully navigate the contemporary business world?

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Case Solution for Sarah Vickers: Post Acquisition Career Management

Complete Case details are given below :

Case Name : Sarah Vickers: Post Acquisition Career Management

Authors : Alison Konrad, Moira Saganski

Source : Ivey Publishing

Case ID : W13506

Discipline : Organizational Behavior

Case Length : 02 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A large U.S. investment management corporation has recently acquired a prominent Canadian investment management company with the justification for the cost of the acquisition largely based on huge economies of scale from integrating parts of the operations of both companies. A senior vice-president of the Canadian company has been asked to recommend how this should be done. She concludes that it would be best to keep administrative functions under the Canadian company’s authority, but when she presents her report to the chief executive officer of the U.S. firm, he requests that she change her report to give these functions to the Canadian branch of the U.S. company. Should she bow to her superior’s wishes and change her recommendation? What are the ethics and career impact of changing a professional opinion under pressure from top management?

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Case Solution for Indian Metal Company’s Talent Management Dilemma

Complete Case details are given below :

Case Name : Indian Metal Company’s Talent Management Dilemma

Authors : Jittu Singh

Source : Ivey Publishing

Case ID : W14530

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

By 2013, the Indian Metal Company, headquartered in Metconagar in eastern India, had been a leading metallurgical company in India for 100 years. While it had ambitious expansion plans, both at home and abroad, it was bedeviled by an increasing attrition of professionals and difficulty in attracting candidates from premier educational institutions. This shortage of talent could jeopardize the company’s investments. The chief executive officer convened an urgent meeting of senior executives to discuss the problem and explore possible solutions. The meeting ended in a confusing barrage of views and counterviews. A committee was appointed to synthesize the competing views and prepare a master plan for talent management. It began its work by reviewing past data related to attrition and holding discussions with small groups of young professionals. The time had now come to prepare its report and recommendations.

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